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"The consulting industry is one of the fastest growing business sectors worldwide with new opportunities emerging continually in hundreds of different fields. Whatever your area of expertise--engineering or employee relations, computers or customer service--there's likely to be a demand for your consulting abilities." --Gregory Kishel and Patricia Kishel from the Preface<br> <br> Who needs consultants? The answer is simple: everyone does! Consultants are no longer viewed as a luxury. They've become a necessity in today's constantly evolving business environment. And, for millions of career changers, recent graduates, retirees, and former government employees, consulting is an excellent way to turn knowledge and experience into a profitable business.<br> <br> Now, two highly successful consultants provide you with a proven plan for entering and growing in this lucrative field. You'll get practical advice on what it takes to succeed as a consultant, where the real opportunities are, and the types of situations you are most likely to encounter. You'll learn all of the aspects of becoming an independent consultant, including how to choose a specific field and set up business, how to determine fees and market your services, how to get referrals and maintain good client relations, how to write winning proposals, what kinds of insurance you should have, how to win government contracts, how to enter foreign markets, and much, much more.<br> <br> Packed with step-by-step guidelines, forms, and checklists, this valuable guide is must reading for both working consultants and anyone interested in starting a consulting business.<br> <br> Written for anyone with ideas, information, or skills to sell, this valuable guide shows you how to make the most of your talents, putting them to work for yourself and your clients. Drawing on their own experiences as management consultants, Gregory Kishel and Patricia Kishel offer down-to-earth advice on what it takes to succeed as a consultant, where the opportunities are, and the types of situations you are likely to encounter. Step by step, you will learn all of the aspects of becoming an independent consultant, including: <br> * How to choose a specific field and set up a business <br> * How to determine fees and market your services <br> * How to get referrals and maintain good client relations <br> * What kinds of insurance you should have <br> * How to win government contracts, enter foreign markets, and much more<br> <br> <br> Whatever your area of specialization, this indispensable book will give you the information you need to build and maintain a profitable consulting business.
You Can Make Money as a Consultant Congratulations! You've been hired by a client to work on a project. Presumably, you have someexpertise in the area, you have someone on your team who is knowledgeable, or you'll be hiring somebody who understands what needs to be done. If you want to get out of the nine-to-five grind and stop "working for the man," so to speak, then consulting is a great way to go.What this means is you work as a self-employed person (or some cases, you work for a consulting company) on well-defined (usually) projects with a definite beginning and end. Generally, business useconsultants to help meetshort-term goals to avoid hiring new staff. Additionally, consultants can bring to the table specific technical expertise for guidance and support. If you play your cards right, you'll find the world of consulting to be very lucrative and rewarding. Sure, it can be stressful, but at least you have more control over your own destiny than you would have working directly for a company. What You Need to Know Direct From an Expert I worked as the Vice President of Consulting for two different consulting firms for over a decade. Later, I took a position as the Director of Computer Operations for a major retailer, and remained there for almost 20 years. In that position, I hired many hundreds of consultants for small, medium and large jobs. Thus, I have a unique viewpoint because I've worked on both sides of the fence. I understand how to be a consultant, and I also understand how to hire and make use of consulting to get work done. What You Will Learn This book provides some of the lessons I've learned over my 35-year career about managing consulting projects. You will learn:
Computer Control and Human Error presents accounts of various incidents at computer-controlled plants. These incidents include equipment and software faults; treating the computer as a "black box"; misjudging the way operators respond to the computer; errors in the data entry; failure to inform operators of changes in data or programs; and unauthorized interference with peripheral equipment. The discussion then turns to the use of hazard and operability studies (Hazops) to prevent or reduce errors in computer-controlled plants. The book describes the conventional Hazop as used in the process industry and an overview of the different Chazop frameworks/guidelines suggested by engineers and researchers. It then presents new Chazop methodology which is based on incident analysis. The final chapter presents reasons for failures in computerized systems, each of which is illustrated with an example. Most of the examples did not cause an actual safety problem, simply because they occurred within systems that are not safety-related. Some of these examples appear in the literature; others are from personal experience or from private communications.
"The good life is expensive. There is another way to live that does not cost as much, but it isn't any good." - Spanish Distiller These are words that every consultant should etch on the screen of their mind, with indelible ink. The fact is, we deserve a good life. No one said we should work ourselves into exhaustion, make just enough money to get along, and be thankful for what we have. Or, at least, the person who said that is profoundly mistaken. You're an IT consultant. You're well educated. You've studied, learned, practiced, made mistakes, worked weird hours on projects, eaten too much fast food, and paid your dues. Many times over. You deserve the rewards. The challenge, of course, is that rewards don't just show up just because we've paid the dues. Rewards come from even more diligent work. We've got to put the nose to the grindstone and take the action necessary to cause the rewards to come our way. And what kinds of rewards are we talking about? Let's face it; it's all about great contracts and the money that results from these. Without the financial rewards, we can't possibly benefit from the house, the car, the vacations, the travels, the better restaurants ... or anything else that costs money. Nor can we build an IT consulting business. It takes money. This book will show exactly how to do that, without pain.
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